This study investigates the embedded logic of theory connecting decision-making and communication practices of site-based management councils with the perceived effectiveness of councils. Survey data (N = 133) are used to test a path model that treats variables relating to the support provided to site teams as antecedent factors and those relating to practices as intermediate factors, each hypothesized to contribute to perceived outcomes. Results show that two factors relating to practice (decision focus and positive communication) have significant, direct effects on outcomes, while two factors dealing with the support (capacity and authority) tend to have significant indirect effects through their impact on practice.
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